A model of information systems development project performance

TLDR

Performance in ISD projects is critical to business success, yet empirical research on its determinants remains scarce. The study analyzes a UK and New Zealand IS project survey to test hypotheses on performance measured by project completion and budget variances. The authors analyze the survey data to test performance hypotheses and then conduct a secondary analysis to construct a comprehensive empirical model of project performance. The study advances IS development project performance theory and demonstrates that team dynamics, risk management, senior management support, and user participation are key to successful performance. Abstract.

Abstract

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time‐cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.